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Write a 3 page self-reflection, include a,b, and c: a. Discuss and reflect on how your understandings of leadership have developed through course content. This reflective component should be in 1st person and integrate course content and leadership theory. b. State one goal to work on over the next year. The goal must be focused on Standard IV: Professionalism & Leadership. c. (3rd Page) Identify the first two steps in obtaining the goal: Leadership & Advocacy – Ability to nurture & support collaborative practice, where educators share strategies & resources, & are engaged in continuous learning with & from their colleagues Knowledge of terms and concepts relating to leadership Knowledge of organizational and systems theory & leadership styles as they relate to EC environments Advocates on behalf of young children, families & the profession – Be sure to integrate artifact: my ECE diploma, is included to support this goal attainment. Then Write a paragraph of: Your rationale for the inclusion of this artifact should clearly connect to the goal: Leadership & Advocacy journey, and there should be a clear and direct discussion on how that artifact displays the goal: Leadership & Advocacy journey. Use references such as: – https://www.college-ece.ca/en/Documents/Code_and_Standards_2017.pdf – https://www.college-ece.ca/en/PublishingImages/Members/cpl-program-step-one-and-two/CPL_Self-Assessment%20Tool.pdf -http://www.edu.gov.on.ca/childcare/HowLearningHappens.pdf

Read the case found at the end of Chapter 10 in your textbook and  write a two- to three-page paper (excluding title and reference pages),  according to APA style guidelines, on the following items:

The case is as followed:

The Squire Hotel Group (SHG) runs a chain of 20 hotels, with between 40 and 120 bedrooms, in locations that include Oxford, Warwick and Southport. SHG sees itself in the three-star market, with hotels that have their own personality and style, providing high-quality food and service at an affordable price. The majority of mid-week guests are commercial clients. The normal mid-week occupancy rate is about 80 per cent. Weekend occupancy is about 30 per cent, comprising mainly weekend break packages. The company does not have any major expansion plans but is trying to strengthen its existing market position.Squire’s managing director, Justin Palmer, believes that it has a high degree of customer loyalty in the commercial sector. He explains:

• The hotel managers are expected to integrate with their local community through Chambers of Commerce and Round Tables, primarily to gain visibility but also to demonstrate a local and caring attitude. The image they try to create is a good-quality, small and friendly hotel that local business can rely upon for their visitors. The hotel managers are expected to work hard to develop personal relationships with local firms and may also try to promote other hotels in the chain for any ‘away’ visits. We get most of our repeat bookings because of the reputation we have developed for the quality of our food and attentive and courteous service.

The Squire Hotel Oxford has 41 bedrooms and is situated close to Magdalen College. The entrance lobby is small but pleasantly decorated. The room is dominated by a grandfather clock and an elegant mahogany desk. ‘I do not like the traditional counter arrangement,’ explained Charles Harper, the hotel’s manager. ‘I like a simple, open and friendly situation with a clear desk to demonstrate our uncluttered and caring attitude. Even our computers are kept in a small room just off the lobby, out of sight. I want my guests to feel that they are important and not just one of the 70 that we are going to deal with that evening.’SHG’s hotel managers are totally responsible for their own operations. They set staff levels and wages within clear guidelines set by head office. Although pricing policy is determined centrally, there is scope for adjustment and they can negotiate with local firms or groups in consultation with head office. Charles Harper added: ‘Every year, each hotel manager agrees the financial targets for his own operation with head office, and if the manager does not reach his target without good reason, he may well find himself out of a job. I believe that it is my job to be constantly improving and developing this business. This is naturally reflected in the yearly profit expectations.’ The hotel managers report performance to the group monthly on four criteria: occupancy, profit, staff costs and food costs. The information provided allows senior managers to drill down to the costs of individual people and meals.Charles Harper explained:

• My job is to try to get and maintain 100 per cent occupancy rates and keep costs within budget. During the tourist season Oxford has more tourists looking for beds than it has beds, so in the peak season, which is only two months long, we expect to achieve 100 per cent utilisation of rooms. Indeed, I am budgeted for it. This has been a bad year so far. The high value of the pound has kept many American tourists away and our occupancy has sometimes been as low as 90 per cent. In the off-season our occupancy drops to 60 per cent – this is still very good and is due to our excellent location. In the peak season we charge a premium on our rooms. This does not cause any problems, but our guests do expect a high standard of food and service.We get very few complaints. Usually these are about the food, things like the temperature of the vegetables, though recently we had a complaint from two elderly ladies about the jukebox in the bar. We don’t have any formal means of collecting information about quality. Head office may come and check the hotel once or twice a year. We always know when they are coming and try to look after them. We don’t use complaints or suggestion forms in the bedrooms because I think it tends to get people to complain or question the service. However, I do try to collect some information myself in order to get an indication from guests about how they feel about the quality or the price. I don’t document the results, but we know what is going on. Our aim is to prevent complaints by asking and acting during the service.
• I have 40 staff, most of whom are full time. Ten work mainly on the liquor side, 20 on food and 10 on apartments. There is a restaurant manager and a bar manager. Staff turnover is 70 per cent, which compares very well with most hotels, where turnover can be as high as 300 per cent. In general, the staff are very good and seem to enjoy working here.

The restaurant at the Squire Hotel in Oxford has 20 tables with a total seating capacity of 100. The restaurant is well used at lunchtime by tourists and visitors to the local colleges and by local business people. However, there are several excellent and famous restaurants that tend to draw potential customers and even hotel guests away from the hotel restaurant in the evenings.The restaurant managers have considerable discretion in menu planning, purchasing and staffing, providing they keep to the budgets set by head office. These budgets specify, for example, the food and staff costs for an individual breakfast, lunch and dinner. Overall food costs and staff costs are reported weekly to the hotel manager. The style of restaurants in the hotels varies considerably from carvery to à la carte, with the decisions made on the basis of the type of hotel and the requirements of the local community. Elizabeth Dickens, the restaurant manager, explained:

• My job is concerned with keeping to food and staff budgets and so most of my time is taken up with staffing, purchasing and menu planning. At lunchtime, for example, I provide four items, three traditional and one vegetarian, and these change weekly. We aim to serve a main course within 15 minutes of taking an order. I am constantly looking for new ideas for our menus and better ways of serving but I am constrained by continually tightening budgets from head office. I think we have now reached the point where we are starting to lose many of our established customers. We really do need to respond to the changing demands of our customers in terms of speed of service, particularly at lunchtimes, and changes in diet together with the desire for a greater and more interesting range of meals. I think head office is out of touch with reality.

Questions1Evaluate the performance measures in place at the Squire Hotel Group.

2What improvements would you suggest?

(Clark 381-383)

Clark, Robert Johnston and G. Service Operations Management, 3/e for Ashford University,  3rd Edition. Pearson Learning Solutions. VitalBook file.

The citation provided is a guideline. Please check each citation for accuracy before use.

• Evaluate the performance measures in place at the Squire Hotel Group (SHG).
• Provide suggestions for improving SHG’s existing market position.

Use at least two scholarly sources, in addition to the textbook, to support your points.

• Posted: 9 months ago
• Due: 16/04/2018
• Budget: $10

HRMN 300 

Discussion & Learning Activities 

Question 1 

Begin by defining Performance Management in your own words. Next, identify three (3) of the performance issues discussed in the assigned readings or that you’ve identified through your independent research. First define each and then discuss the issues of each as they impact the performance review process. How can an HRM mitigate each of the issues?

Don’t forget to include two references.

OR

Question 2

Begin by defining Performance Management in your own words. Next, identify three (3) best practices for a performance evaluation system discussed in the assigned readings. Conduct a bit of independent research and compare or contrast the ideas of at least one reference you find interesting.

As you develop your ideas be sure to include your thoughts about which are the important aspects of an improvement plan and defend your argument by explaining why they are so important.

Don’t forget to include your reference to support your arguments.

OR

Question 3:  360-degree feedback

There is a debate about the use of peer-review as part of an employee’s performance appraisal. What are the advantages and disadvantages of the inclusion of peer-review? Should peer-review impact an employee’s chances for a merit increase? Promotion? Termination? Why or why not?

Don’t forget to include your reference(s) to support your arguments.

Question 4: What haven’t we focused on? (Everyone Responds)

There is a wealth of information available in our text and in the literature! Similar to the situation in Week 3, I cannot possibly ask you questions about every topic and concept – but I want to make sure you know the material. For example, we didn’t talk about the new recommendation that performance reviews be conducted more frequently – as in monthly.

For this last topic, I would ask you to select a topic that sparked your interest this week and summarize your understanding about the topic. I would like to see at least two paragraphs in which you explain your understanding about any aspect of the employee performance management – whether it’s ideas about the process issues, techniques, or procedures. Conduct independent research and include your sources. You get to choose your focus.

HRMN 362 

Discussion & Learning Activities

Discussion #1

Most unions have opposed free trade agreements, such as NAFTA. On the other hand, most employer lobbying groups have supported such agreements.  Is each side’s viewpoint justified?  

Please explain using one reference to support your comments.

Please interact with at least one classmate.

Discussion #2

Multinational corporations and transnational collective bargaining are becoming increasingly important topics of labor relations. Locate an article that discusses transnational collective bargaining and summarize it for the class. 

Use the URL as the Reference and interact with two classmates.

ASAP… If done today submit for $20

Give an example of an effort for organization change or innovation from either your current or a former organization. How was it approached? Was the change or innovation embraced or hindered by the leader(s) and by the followers within the organization? What did the leader(s) do well in leading the change effort, or what should the leader(s) have done differently to improve the outcome? In the long-term, was the effort for change or innovation a success or a failure? Why? Apply the strategies presented in each of these two video clips to analyze the success or failure of your organization’s effort for change or innovation. 

www.youtube.com/watch?v=Pu5RAzMeaRY

www.youtube.com/watch?v=ooN05Q030Qo&list=PL65FF22BBC5A7A59C

www.youtube.com/watch?v=_7_sZy-kusw&index=2&list=PL65FF22BBC5A7A59C

• Posted: 9 months ago
• Due: 17/04/2018
• Budget: $15

Writing Assignment #3: The PatronA consistent theme we have focused on over the past few weeks has been the relationship between money and music, specifically the role of aristocratic, wealthy patrons in the history of Western art music. Whether this is a French king, an Italian Duke, or a German church leader, money and power have made their mark on the kinds of music that were written and performed during the Medieval, Renaissance, and Baroque periods.
In a thoughtful essay, discuss TWO genres of music that we have studied so far this semester that you feel were largely influenced by power and patronage. Tell me why you think this is true, supporting your argument with information about how the genre was created and developed under the support of wealthy patrons. Where was this music performed? How was it supported? Who wrote it and performed it, and what was their relationship to their patrons? How did those patrons determine the character of that genre and the purpose it served? (Polyphonic Music and the Renaissance AND Mozart and Sonata Form)
Then, give me your thoughts on how money and power continue to influence music today. Is there a type of music you listen to or are familiar with that is in some way influenced by economic concerns? How and/or why? And how does that compare and contrast to the two genres of Western art music you discussed previously?

NEED IN 3 HOURS!!! 300-words total. Forum Responses to classmates post 

I need a 100 word response to each of the following forum post made by my classmates to the main forum. (300-words total for this assignment). I am attaching the main forum question as an attachment for reference. (you are only responding to my classmates responses and not the main forum).

Forum #1

My program evaluation will focus on The Zone Tutoring/Computer Lab at Kilgore College. The Zone offers free peer tutoring, computer-use, and printing to all Kilgore College students. I plan to evaluate its effectiveness on student success.

1. How many students attend the tutoring/computer lab per semester?

2. Out of these students, how many use the computer only? And how many use a tutor?

3. Out of these students, how many successfully completed their courses?

4. Out of these students, how many returned the next semester?

5. Do the students find the tutoring/computer lab helpful? How could it be improved?

6. How can we get more students to attend the tutoring/computer lab?

Forum #2

My evaluation project will be evaluating the new hire orientation and onboarding process at my current company, City Utilities of Springfield. I want to evaluate the orientation and onboarding process to make sure that the new employees are receiving what the company believes they are providing. At my company, a lot of things are done “just because that is how it’s always been done.” This isn’t the best mindset to have and so I want to evaluate the processes to ensure they are good. I also want to evaluate if the amount of time and money spent on this area has a good return, and the employees actually enjoy it and learn from it.

1. How many new hire orientations do you have annually?

2. How much time is spent preparing for one new hire orientation and onboarding?

3. How much money is spent preparing orientation and onboarding?

4. What feedback, if any do you receive from the new hires?

5. How do you enhance or adjust orientation and onboarding from year to year?

6. What is the goal of orientation and onboarding? Do you feel like you are meeting that goal?

7. What could be an alternative for new hire orientation and onboarding?

Forum #3

Hello everyone,

The purpose of my project is to ascertain whether the new Performance Managment system, that was implemented a year, ago has achieved its goal of increasing employee morale and shifting the culture within the Department of Defense. This will be Level 3 in the Kirkpatrick model. The new appraisal system– DOD Performance Management Appraisal Program (DPMAP) was implemented with instructor lead classes that included executive leaders, managers, and employees together as to increase transparency. The system has moved away from the antiquated paper-based appraisals to a more streamlined fully automated system that is regulated outside of the organization. All evaluations are timed and dated to ensure compliance with timely ratings.  Ultimately, the goal was to allow employees more autonomy while engaging leaders to recognize and award performance on-the-spot that was outstanding. This, in turn, would increase employee morale. What I would like to know is if the guidelines were followed, if employees notice a difference, and if there are any issues navigating the new online system. My questions below will be scaled on a 1 to 5 basis (1 being strongly disagreed and 5 being strongly agreed) with 3.70 and above Representing that DPMAP has positively impacted the organization and employee morale, scores between 3.01 and 3.69 represent average impact, and scores 3.0 and below represents below average impact.  

1. The new Performance Management System has made a positive impact.

2. I have increased my knowledge regarding Performance Management.

3. On-the-spot awards and recognition have increased with DPMAP.

4. Working conditions are exceptional when compared to other organizations.

5. The Performance Management System is easy to navigate.

6. Employee morale has increased with DPMAP.

7. Supervisors and leaders follow the guidelines for DPMAP.

8. Accountability has increased with DPMAP.

9. Autonomy has increased with DPMAP.

• MainForumQuestion.docx

• Posted: 9 months ago
• Due: 16/04/2018
• Budget: $9

Write an 800 word report that is 3-4 pages long (12 pt. Times double-spaced) of your experiences at the musical performance you attended. Performances attended prior to the course are not acceptable for the concert report.
The report should have the following elements:
Name of the performer(s).
Name of the venue (include the name of the city).
Name of venue (include the name of the city).
Date and time of the performance.
If a classical concert is attended, list all of the pieces performed at the concert (every movement is not necessary). If a non-classical concert is attended, list five of the songs performed.
A critique of two to three pieces/songs from the performance, using appropriate musical terms to describe what your musical experience. If you choose to critique a multiple movement work as one of the three, select one of the movements to write about.
Include the following elements in your critique:
The title and composer of the piece;
At least two specific things that you enjoyed about the piece, or affected you in a positive way, or;
At least two specific things that you did not enjoy about the piece, or affected you in an adverse way.
Your overall impression of the music and any emotional reactions you had to the music.
An overall opinion about if you liked or disliked the piece and why you have come to that conclusion.
Provide and opinion about the quality of the performance. For example, did the group sound very good, or were there times when it sounded like there were wrong notes or things were out of tune?
Include anything special or unique about the performance should be included. Was the featured soloist especially strong? Was the conductor exciting to watch? Was there a particular section of the orchestra/group that was especially fun to watch and listen to? Anything like this is great and is what makes attending concerts such a special event.

The purpose of the Final Paper is for you to culminate the learning achieved in the course by describing your understanding and application of knowledge in the field of employee training through the analysis of a scenario related to the creation of a training course.

Focus of the Final Paper

In the course, you have examined several areas of employee training. For this paper, you will be applying this knowledge by examining the creation of a cultural diversity training course.

Imagine that you are in training and development for a global organization. You have been tasked with the creation of a cultural diversity training course that all employees will be required to take. Before designing the course, you must consider the ethical and cultural issues of the task.

In an eight- to ten-page paper (excluding the title and reference pages), you must address the following:

1. Examine any legal implications in creating a training course that discusses culture. Identify what laws and regulations should be considered.
2. Explain how the demographic diversity of your employees affects discussions of cultural diversity.
3. Examine which ethical implications should be considered.
4. Examine if training can be standardized for all locations in a global organization. Analyze what media is best suited for training in a global setting.
5. Provide recommendations for implementing the training course.

Paper requirements

1. Must be eight to ten pages in length (excluding the title page, references page, exhibits, etc.) and formatted according to APA style as outlined in the Ashford Writing Center.
2. Must include a cover page:
   1. Title of paper
   2. Student’s name
   3. Course name and number
   4. Instructor’s name
   5. Date submitted
3. Must include an introductory paragraph with a clearly stated thesis or topic.
4. Must address the topic of the paper with critical thought.
5. Must end with a conclusion that reaffirms your thesis.
6. Must document all sources in APA style as outlined in the Ashford Writing Center.
7. Must use at least five scholarly sources, in addition to the text.
8. Must include, on the final page, a Reference List that is completed according to APA style as outlined in the approved style guide.

Appraising Performance: Methods  

Need it by Tuesday – April 17, 2018  

7–8 PowerPoint slides; 250 words speaker notes per slide; (excluding title page and reference slides)

Min. 4  references  

Define approaches for measuring performance, results and behavior.  

The senior leadership at Matrix International Corporation now have a  strong understanding of the importance of performance appraisal systems  and their value to the company. Their knowledge came as a result of the  information that you provided to them in your executive summary. The  human resources department members and your supervisor, Annalise Zajac,  the Director of Human Resources, are very proud of the foundation that  you have built for them. It is clear that the senior leaders at Matrix  have gained more trust in you and in the new performance appraisal  system that you will develop. Annalise has asked you to prepare a PowerPoint presentation in which you  evaluate a minimum of 3 different types of performance appraisal  systems. She states that the information that you gather from these  systems can serve as examples for the development of the system for  Matrix. You continue with your research into various types of performance  appraisal systems. 

The following must be included in your PowerPoint  presentation: 

• Choose a minimum of 3 distinct performance appraisal systems. This  must include those measuring tasks and those measuring behavioral  performance. • Provide the detailed steps and components of each of the performance  appraisal systems that were chosen. 

• Evaluate the similarities and differences between them. 

• Posted: 9 months ago
• Due: 17/04/2018
• Budget: $115